Dr J M Juran’s Prescription for Senior Management

• Most failures to make significant progress in quality are due to a poor choice of strategy.
• To make a wise choice of quality strategy, managers need adequate knowledge on how to achieve quality.
• Managing for quality uses the same three processes as managing for finance - planning, control, and improvement.
• The project-by-project concept of quality improvement applies to all industries, functions, and processes.
• The most decisive factor in the race for quality leadership is the rate of quality improvement.
• A revolutionary rate of quality improvement requires a special organisational structure and a special managerial process.
• Return on investment in quality improvement is among the highest available to managers. Quality improvement is not capital intensive.
• Leadership for quality improvement cannot be fully delegated. Upper managers must provide leadership by carrying out specific responsibilities.
• It takes several years to establish the habit of company-wide quality improvement.
• There is no end to sporadic troubles until quality control becomes a managerial process and self-control is established.
• Be a leader, not a cheerleader. Exhortation is vague in all respects.
• While managing quality, some tasks cannot be delegated:
  • Serve on the quality council
  • Approve the strategic quality goals
  • Allocate resources
  • Review progress
  • Give recognition
  • Serve on project teams
  • Revise the merit rating system
  • Bring quality goals into the strategic business plan

Summarised from Juran on Quality Leadership - How to go from here to there.